Chapter
24-1
CHAPTER 24
BUDGETARY
CONTROL AND
RESPONSIBILITY
ACCOUNTING
Accounting Principles, Eighth Edition
Chapter
24-2
Study Objectives
Study Objectives
1.
Describe the concept of budgetary control.
2.
Evaluate the usefulness of static budget reports.
3.
Explain the development of flexible budgets and the usefulness
of flexible budget reports.
4.
Describe the concept of responsibility accounting.
5.
Indicate the features of responsibility reports for cost centers.
Chapter
24-3
Study Objectives
Study Objectives
6.
Identify the content of responsibility reports for profit centers.
7.
Explain the basis and formula used in evaluating performance
in investment centers.
Chapter
24-4
Preview of Chapter
Preview of Chapter
Considers how budgets are used by management to control operations
Focuses on two aspects of management control:
Budgetary control
Responsibility accounting
Chapter
24-5
Budgetary Control and
Budgetary Control and
Responsibility Accounting
Responsibility Accounting
The
TheConcept
Concept
of
ofBudgetary
Budgetary
Control
Control
Budget reports
Control activities
Reporting
systems
Static
StaticBudget
Budget
Reports
Reports
Examples
Use and
limitations
Why flexible
budgets?
Development
Chapter
24-6
The
TheConcept
Conceptof
of
Responsibility
Responsibility
Accounting
Accounting
Case study
Controllable vs
noncontrollable
Reporting
system
Flexible
Flexible
Budgets
Budgets
Reports
Managemen
t by
exception
Types
Typesof
of
Responsibility
Responsibility
Centers
Centers
Cost centers
Profit centers
Investment
centers
Performance
evaluation
The Concept of Budgetary Control
The Concept of Budgetary Control
A major function of management is to control operations
Takes place by means of budget reports which compare actual
results with planned objectives
Provides management with feedback on operations
Budget reports can be prepared as frequently as needed
Analyze differences between actual and planned results and
determines causes
Chapter
24-7
LO 1: Describe the concept of budgetary control.
The Concept of Budgetary Control
The Concept of Budgetary Control
Budgetary control involves the following activities
Chapter
24-8
LO 1: Describe the concept of budgetary control.
The Concept of Budgetary Control
The Concept of Budgetary Control
Works best when a company has a formalized reporting system
which:
Identifies the name of the budget report (such as the sales
budget or the manufacturing overhead budget)
States the frequency of the report (such as weekly or
monthly)
Specifies the purpose of the report
Indicates recipient of the report
Chapter
24-9
LO 1: Describe the concept of budgetary control.
The Concept of Budgetary Control
The Concept of Budgetary Control
Schedule below illustrates a partial budgetary control system for a
manufacturing company
Note the frequency of reports and their emphasis on control
Chapter
24-10
LO 1: Describe the concept of budgetary control.
Let’s Review
Let’s Review
Budgetary control involves all but one of the following:
a.
Modifying future plans.
Modifying future plans
b. Analyzing differences.
c. Using static budgets.
d. Determining differences between actual and planned results.
Chapter
24-11
LO 1: Describe the concept of budgetary control.
Static Budget Reports
Static Budget Reports
When used in budgetary control, each budget included in the master
budget is considered to be static
A static budget is a projection of budget data at one level of
activity
Ignores data for different levels of activity
Compares actual results with the budget data at the activity level
used in the master budget
Chapter
24-12
LO 2: Evaluate the usefulness of static budget reports.
Static Budget Reports: Sales Budget
Static Budget Reports: Sales Budget
Example – Hayes Company
Budget and actual sales data for the Kitchenmate product for
the first and second quarters of 2008 are:
Chapter
24-13
LO 2: Evaluate the usefulness of static budget reports.
Static Budget Reports: Sales Budget
Static Budget Reports: Sales Budget
Example – Hayes Company, 1st Quarter
Shows that sales are $1,000 under budget – an unfavorable result.
Difference is less than 1% of budgeted sales assume immaterial (not
significant) to top management with no corrective action taken
Chapter
24-14
LO 2: Evaluate the usefulness of static budget reports.
Static Budget Reports: Sales Budget
Static Budget Reports: Sales Budget
Example – Hayes Company, 2nd Quarter
Shows that sales were $10,500, or 5%, below budget
Material difference between budgeted and actual sales
Merits investigation begin by asking the sales manager the cause(s) – consider
corrective action
Chapter
24-15
LO 2: Evaluate the usefulness of static budget reorts.
Static Budget Reports – Uses and Limitations
Static Budget Reports – Uses and Limitations
Appropriate for evaluating a manager’s effectiveness in controlling
costs when:
Actual level of activity closely approximates the master budget
activity level
Behavior of the costs is fixed in response to changes
in activity
Appropriate for fixed costs
Not appropriate for variable costs
Chapter
24-16
LO 2: Evaluate the usefulness of static budget reports.
Let’s Review
Let’s Review
A static budget is useful in controlling costs when cost behavior
is:
a.
Mixed.
Mixed
b. Fixed.
c. Variable.
d. Linear.
Chapter
24-17
LO 2: Evaluate the usefulness of static budget reports.
Flexible Budgets
Flexible Budgets
Budgetary process more useful if it is
adaptable to changes in operating
conditions
Projects budget data for various levels
of activity
Essentially, a series of static budgets at
different activity levels
Can be prepared for each type of budget in
the master budget
Chapter
24-18
LO 3: Explain the development of flexible budgets and the usefulness
of flexible budget reports.
Flexible Budgets
Flexible Budgets
Example – Barton Steel
Static budget for the Forging Department at a 10,000 unit level:
Chapter
24-19
LO 3: Explain the development of flexible budgets and the
usefulness of flexible budget reports.
Flexible Budgets
Flexible Budgets
Example – Continued
Demand increases – produce 12,000 units rather than 10,000
Chapter
24-20
LO 3: Explain the development of flexible budgets and the
usefulness of flexible budget reports.
Flexible Budgets
Flexible Budgets
Example – Continued
Very large variances in budget report due to increased demand for steel ingots
Total unfavorable difference of $132,000 – 12% over budget
difference of $132,000 –
Comparison based on budget data for 10,000 units the original activity level
which is not
which is relevant
Meaningless to compare actual variable costs for 12,000 units with
budgeted variable costs for 10,000 units
Variable cost increase with production
Budgeted variable amounts should increase
proportionately with production
Chapter
24-21
LO 3: Explain the development of flexible budgets and the
usefulness of flexible budget reports.
Flexible Budgets
Flexible Budgets
Example – Continued
Budget data for variable costs at 10,000 units:
Calculate variable costs at the 12,000 unit level:
Chapter
24-22
LO 3: Explain the development of flexible budgets and the usefulness
of flexible budget reports.
Flexible Budgets
Flexible Budgets
Example – Continued :
New budget report (no change in fixed costs):
Chapter
24-23
LO 3: Explain the development of flexible budgets and the
usefulness of flexible budget reports.
Developing The Flexible Budget
Developing The Flexible Budget
Steps:
Identify the activity index and the relevant range of activity
Identify the variable costs and determine the budgeted variable
cost per unit of activity for each cost
Identify the fixed costs and determine the budgeted amount for
each cost
Prepare the budget for selected increments of activity within
the relevant range
Chapter
24-24
LO 3: Explain the development of flexible budgets and the usefulness
of flexible budget reports.
Developing The Flexible Budget – A Case Study
Developing The Flexible Budget – A Case Study
Example – Fox Manufacturing Company
Monthly comparisons of actual and budgeted manufacturing overhead costs for
Finishing Department
2008 master budget
Expected operating capacity of 120,000 direct labor hours
Overhead costs:
Chapter
24-25
LO 3: Explain the development of flexible budgets and the usefulness
of flexible budget reports